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@professorgosline
What do you think, 15.846 Class of 24? 👀 Let me know below!
@desirepep
@karenej
"Dark patterns": When companies make unsubscribing impossible
Class 6 (4/18/24)
There's nothing worse than getting a *million* unwanted marketing emails & notifications, and not being able to unsubscribe. Or... getting trapped in a free trial and forgetting to cancel your subscription before the first payment. As consumers, we know that there is lost trust when it feels like a company is trying to manipulate us. We have also experienced immense frustration when things like these happen (which does not result in a positive cognitive association or first impression for a new brand). I couldn't feel more identified with the turtle in the above GIF: I have been receiving tons of unwanted marketing emails from this random company I used ages ago, which requires me to log-in in order to unsubscribe. Once I've finally reset my password (because I of course do not remember it), it's almost impossible to find the right setting to unsubscribe.
"Frictionless" experiences should be applied to actions consumers will actually want; they shouldn't cause more "bad" friction (= pain points). Prof. Gosline shared an idea in class about branding ethics that clicked for me: the point of branding should not be changing the user’s objective, but to support them more efficiently and effectively achieving that objective that they already had. This same boundary should apply for frictionless experiences.
As Prof. Gosline mentions in her HBR article (Why AI Customer Journeys Need More Friction): "A confident, responsible brand should not have to engage in sleight of hand or manipulation to boost engagement." If a brand understands me enough to know that I will appreciate having ability to choose what I want, I will trust it even more. If they let me decide if I want to subscribe after a free trial, rather than "manipulating" me into doing it, I will respect them. Coercing consumers into staying engaged or buying a product/service never works in the long-run. Brands should strive to be good enough for people to engage with/buy from them willingly: from an excellent E2E customer experience, to a memorable brand, to a high-quality product. There are so many other ways to reach the same objective - in a sustainable manner.
@desirepep @professorgosline
What can home theaters teach us about CX?
Can I share a secret with you? Well, I'm a bit of an audiophile -- which is the snobby way of saying that I really like high-end (see: expensive) audio gear. Whether I'm strolling to class listening on my Sennheiser cans, at home A/B testing my Fender CS 1963 Strat through a pair of Amplified Nation and Dr. Z cabinets, or just sitting on my couch watching Netflix at my home theater...I like to listen, a lot, and I like to listen LOUDLY.
But you know what I don't like? Like, really, really don't like? The process of buying this very gear that I love so much. In fact, I get anxiety just thinking about trying to mix and match speaker impedance levels, amplifier power ratings, and frequency response curves. Even worse is when the damn package finally shows up at my door and I find myself in a labyrinth of instruction manuals, cable snakes, and an array of switches or vaguely named controls that look like the cockpit of 747.
As Adam Richardson says in his HBR article on customer journeys, this experience should be "plug and play" but in reality is more "plug and pray." But why does the experience for such amazing products often suck?
The concept of mapping out a customer's journey from "cradle to grave" is something that many businesses are either A) not doing, or B) not good at doing. As the global economy has turned decidedly digital, many e-commerce providers have seemingly focused on selling top-tier products at the expense of creating world-class experiences. Whether it be due to cost compression, commoditization, increased competition, more efficient buying processes, or none or all of these things, the customer is the one suffering from a worsening experience.
Richardson's take on the use of customer journey maps to improve the end-to-end experience therefore hits home for me. The essence of it all is simple: understanding the step-by-step saga customers endure, often represented visually, from the initial allure of product research through the maze of its acquisition and implementation/setup, to the eventual daily use and beyond. This journey, ideally, should be a seamless adventure with proper customer support at key junctures.
Retailers and manufacturers, let me be loud and clear: you need to embed the customer's voice and experience into every product and process. This isn't just about solving problems -- it's about anticipating them, and designing experiences that preempt confusion and frustration. Next time you start creating a new product, take the time to interview customers, understand their journeys, and learn what it's like to research, purchase, use, and maintain or repair your items. All that's at stake is your entire brand.
As someone who lives and breathes for the joys of experiencing high-fi sound, I dream of a day when the end-to-end process of setting up my sound systems is as smooth as Stevie Wonder. Let's just hope the industry is listening....
A nudge or manipulative shove?
We can all agree that there are a few societal issues (e.g. drunk driving) that warrant behavior change and nudges from both the public and private sector. But beyond those select few “public goods” that both sides of the aisle can agree upon (and certainly there is less societal consensus nowadays on anything these days!), I have 4 serious questions about nudges.
Who gets to be the arbiter of good behavior?
Nudges are easy to support in the examples given in the article, especially when the nudge creators are elected officials with a mandate from the majority of the population. However, when the nudger is a company or a brand, it is reasonable to question its authority and its incentives.
For example: an airline suggests you buy trip insurance before completing a flight purchase knowing well that the flight is overbooked or that you are buying with a credit card that already insures the ticket. Is that acting in your best interest or just making easy money on consumer’s worries?
When Apple uses its watch to nudge you to breathe or stand several times a day, we may all agree those are worthwhile actions. But what’s in it for Apple? Should they be the authority on telling you what to do for your physical fitness or should that be a doctor? Does every good nudge come with a more subtle dependence on the Apple ecosystem?
What about a credit card company that takes out most ot the application legwork by telling consumers they are already pre-qualified for an additional credit card. That certainly can be helpful for consumers who need to credit and didn’t know that they earned enough to utilize more credit. But what about those in debt or with serious spending issues? Surely the incentive for the nudges is more to make money than to be helpful.
What’s the line between utilizing behavioral psychology and nudging?
Thaler and Sunstein tell us that nudges is any aspect of choice architecture that alters people’s behavior in a predictable way, without removing options or changing consequences. With that definition, there are many activities from e-commerce firms that seem to bridge the gap from tapping into psychology and move into nudging.
Take for example the ever present “only 1 more left in stock” or “50 other people are looking at this item” e-commerce messages using scarcity and social proof concepts. Are these subtle nudges to buy products? If we do consider these nudges, should they be subject to standards of transparency? I’d argue yes even if transparency results in nudges being less effective.
Can consumers control the nudges? What about privacy?
What if you don’t want to be nudged, especially subtly? This brings up a new point. In the digital era, there is so much more data available to make nudging personalized and ever present. I think this is where brands can really differentiate themselves. In our prior examples, Apple allows you to easily toggle alerts on or off, though arguably they do lock users in an ecosystem that it’s hard to leave entirely. Credit cards rarely allow you to opt out.
Segmentation and consumer choice seems important here, especially in financial services. Consumers can be triggered by different things even if the topic itself is non controversial. Think about a gambler being nudged to start an investment account. Or a 70 year old widow being repeatedly asked to buy life insurance for her husband. Or a grocery store worker who is choosing between “heating or eating” for his family being nudged to save for retirement. I wonder if brands could create a system to opt out similar to the GDPR regulations on marketing emails
How much is too much?
All nudges are not created equal and another consideration should be the degree of the nudge. One example that comes to mind is the smoking cessation nudge using pictures of disease on the cigarette packs. As a non-smoker, I can see why these would be effective but there was a public outcry that this level of nudging was too much. I suspect there is a direct relationship between provocation and the effectiveness of nudges to a degree and then a tradeoff as consumers become aware of the nudge and ignore it.
In sum, nudging as a concept makes sense and can be a great way to change behavior. However, I think there are 4 big questions that need to be answered and consumers need to be given transparency and choice.
To Nudge or not To Nudge
A step-by-step guide to Smart Nudging
The two readings, “A step-by-step guide to smart Business Experiments” and “A Practitioner’s guide to Nudging”, I found tremendously interesting learning about the ways that companies (or campaigns) try to get people and consumers to make particular decisions. The nudging article referenced an example of using “low voter turnout” phrasing as a mechanism to get potential voters to show up on election day and that perhaps emphasizing high voter turnout may have ultimately been more effective at accomplishing that intended goal. To me, this felt counterintuitive initially, but that isn’t saying much given the example I am about to share.
In 2016, a group of friends and I endeavored to start a STEM non-profit for students in the city of Boston. In order to recruit students, we went to various locations where we thought we could locate both parents and students together. These included parent teacher nights, Boys and Girls clubs, and Youth groups at local churches. However, when asked by one of the parents at a local church what the cost of our nonprofit was, I proudly proclaimed “Nothing. The program is free”. When the program pitch ended, the youth pastor took me aside and told me that I should always charge for my program. I told him that we had raised enough funding and that we would not need to charge, but he quickly told me about the importance of what I now would describe as an externally-imposed, mindless, discouraging nudge (a mouthful!). He mentioned that in his many years running programming for the church, he found that hosting sessions with even just the most minimal entrance fee attached yielded much higher attendance than the same exact programming when he offered them for free. His conclusion was that adding a small price tag “nudges” or encourages people to take advantage of an opportunity. Although initially unintuitive to me, I found this to be game changing in how I recruited new students to our program.
Along with feeling deep appreciation for this new nugget of knowledge, I also recognized why I did not realize this lesson before. Simply put, as referenced in the article “A step-by-step guide to smart Business Experiments”, I did not have either a control group nor a feedback mechanism to learn about what worked and what didn’t work with my intended audience. These two articles, although simple in many ways, represent deep concepts that I think are critical to both branding and iterative of learning.
When fee is better than free!
Does the Government Need a Chief Marketing Officer for Covid-19 Vaccine Adoption?
When looking at how nudging has been used in marketing to change people’s behaviors. The first thing flied into my mind is how governments are persuading people to get vaccine. How did they nudge our decision-making process? Not to my surprise, TIME explicitly stated that the vaccine adoption is a marketing issue, and the U.S. government is doing a worse job compared to Coca-Cola.
“We are able to sell smartphones, sodas and cars at high prices to almost every American. But we are struggling to give life-saving shots away for free to the same people. That’s a marketing failure that must be corrected.”
It has been so interesting looking at how different governments are taking creative initiatives on this. The US government has been using the vaccine lottery, paying people to give consumer incentives. This is also used by other governments, including China. Maybe not cash but CVS voucher, or even eggs. However, this seems unfair to the early adopters who should be congratulated and validated. One common nudge is sending reminder messages to the population, designed to amplify individuals’ desire to get vaccinated and a traditional information-provision intervention aimed at correcting the misconceptions that drive vaccine hesitancy. Other nudges such us removing all the friction of getting a vaccine shot. Instead of people stopping by clinics, German government send the doctors to people home knocking their doors give a shot and sending the “vaccine trucks” near the residential area asking anyone nearby if they have taken a shot. They tried to change people’s mind in the default option is getting a vaccine rather than not having one.
Source: TIME, Nature
Brand strategy is often overlooked in governmental policy.
How the Compromise Effect reduced my rent prices
One of the nudging techniques the paper mentioned briefly was the idea of ‘the compromise effect’, where when presented with three options, people usually go for the middle option.
A similar technique I learned in Power and Negotiations with professor Lu was the idea of offering a diversity of options to your negotiation partner to make yourself seem more reasonable and rational (reasonable in the sense that the partner technically gets to make the final decision, and rational in the sense that it makes you seem like you’re taking more perspectives and willing to compromise).
I had an experience negotiating my lease last spring that employed these technique. Two days before I moved into my apartment, I visited the unit and realized that the living space was carpeted– not what I had signed my lease for. Given that I now had a lot more leverage in the negotiation, I communicated the following options, written on paper, to the leasing office:
Give me my original apartment (floor 8, worst view) with the carpeting removed
Give me a better apartment (top floor, good view) at a $200/month discount (What I really wanted)
Give me the best apartment in the building at $400/month discount
As expected, they called me an hour later to confirm option 2.
Why was it successful? In terms of negotiating strategy: it made me look reasonable since the leasing office makes the final call, and because I looked reasonable enough, I was able to end the physical discussion with these three options and wait for their call later– all while maintaining good relations with the offie albeit my ‘outrageous’ requests.
But after I read this paper on nudging, I realized that some of the ‘compromise effect’ was in play as well. Without looking at the context of the options, the structuring of the three options nudged the leasing offices to choose the middle option. Then, when we factored in the context of the options, options 1 and 3 were both not the most viable options, but one was low-end and one was high-end– which made the leasing office see Option 2 as the best one!
A Sloan education really works wonders IRL :)
Here’s my nightly view from Option 2!
Love it: Sloan education in practice!
Nudge Theory in #iso
This week, our reading was a practical guide to using Nudge Theory, popularized by Richard Thaler and Cass Sunstein in 2008 and now widely used everywhere from public policy to supermarkets.
I think the Rothman School authors did a great job of making Nudge Theory easy to use - I particularly liked their ‘menu’ of 12 different nudges and the Decision Map Checklist designed to help a user identify where to apply a nudge to influence their target audience.
Before MIT I worked in Human-Centered Design / CX design in healthcare, so used nudge techniques, from pre-filled forms to opt-out (vs in) selections, to make the healthcare system easier to use. One of the organizations I admired in this field was the “Nudge Unit” set up by the UK Government.
The team have since spun out of the govt, but are still going strong and creating awesome content. Interestingly, they have released a series of articles about how we can use nudge theory to improve the current self-isolation situation. One article focuses on us - students - as the target audience, recognizing that it’s a lot harder to stay motivated in a virtual learning environment. They recommend six strategies:
* Build routines - and do so as quickly as possible. As per our reading, moments of significant change are motivators for behavior change
* Set goals and commit to them publicly to increase follow-through.
* Create “if…, then…” plans that pre-empt difficult scenarios and what you’ll do to overcome them (e.g., if I lose motivation to finish this assignment, i’ll contact a class mate for help)
* Set up regular prompts and reminders
* Enlist virtual support. Their research has shown that although family / friends are willing to help, they don’t reach out because they’re not sure what to say. They suggest nominating a “study supporter” and letting them know what motivation they can offer.
* Design your environment for productivity. Removing temptations (e.g., silencing mobile phone notifications) can help to keep you focused and on track.
I don't always invite guest lecturers, but when I do, I choose amazing ones! Thank you to my friend, the brilliant, beautiful, and humble Claire Sulmers of Fashion Bomb Daily for speaking at MIT about entrepreneurship and branding. Can't wait to read your new book!
Final day of Branding: thank you to my amazing students and TAs, Please keep in touch!
This event, held on March 22nd at Aria Lounge, Ariapita Avenue, facilitated the direct engagement between sector leadership and the MIT team members, including sharing of proposals and current developments as well as how behavioral science can positively impact these non-traditional, but high-potential sectors of Trinidad & Tobago.
For Cuba and Trinidad and Tobago, nine proposals to reduce waste, improve public health, and spur entrepreneurship.
Check out the clever proposals for nudges that were suggested by the MIt Sloan group that traveled to Cuba, Trinidad and Tobago. So proud of this team!